dc.contributor.author | Vohra, Neharika | |
dc.contributor.author | Singh, Manjari | |
dc.date.accessioned | 2010-10-26T10:43:49Z | |
dc.date.available | 2010-10-26T10:43:49Z | |
dc.date.copyright | 2005 | |
dc.date.issued | 2005-10-26T10:43:49Z | |
dc.identifier.uri | http://hdl.handle.net/11718/9991 | |
dc.description | Human Resource Development, Quarterly, Vol. 16, No. 1, (2005), pp. 139-48 | en |
dc.description.abstract | This article summarizes our experiences in the counseling sessions that
followed the administration of multifaceted feedback to 107 principals. The
various responses displayed by the principals toward the feedback they
received are discussed. The responses have been classified as those avoiding
and denial at two levels (avoidance of the feedback received and denial in
the process of interpretation), rationalization of the feedback received,
superficiality in data interpretation, and unnatural behavioral manifestations
on receiving the feedback such as overreaction and overdramatization,
self-pity, and starting to feel unwell. Although these reactions might
help the recipient avoid feeling anxious or upset about the feedback, these
are also traps that stop the recipient from benefiting from the feedback.
Knowledge of such reactions may help recipients of feedback to inoculate
themselves against such traps and thus help them gain maximally from the
feedback process. | |
dc.language.iso | en | en |
dc.subject | Feedback | en |
dc.subject | School Principals | en |
dc.subject | Mental Traps | en |
dc.title | Mental traps to avoid while interpreting feedback: insights from administering feedback to school principals | en |
dc.type | Article | en |